Diploma of PM - Assessment Record Book
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Diploma of PM - Assessment Record Book Document Transcript

  • 1. Assessment Record Book Diploma of Project Management BSB51407
  • 2. Diploma of Project Management Assessment Record Book (ARB) DIPLOMA OF PROJECT MANAGEMENT ASSESSMENT RECORD BOOK – AQF 5 PARTICIPANT: ASSESSOR: Diploma ARB © ACPM Pty Ltd Page 2 Version 2009-01 A Division of Planpower Pty Ltd
  • 3. Diploma of Project Management Assessment Record Book (ARB) ACPM Project Management Assessment Process Candidate Assessor ACPM Attend Conduct Assessment Assessment Workshop Workshop Collect Evidence of Project work Complete the ARB (using guidelines ) Pass ARB Assess Checklist (pg 41) Contact ACPM for Allocate Assessor allocation of & Book Assessment Assessment Interview Interview ACPM Assessment Attend Appeals process Conduct Assessment applies. Assessment 1. Discuss project experience Interview with Interview 2. Go through evidence. evidence and ARB 3. Take candidate’s ARB Detail Evidence Req Initial All OK Feedback? Yes Conduct Detailed Assessment of Performance Criteria More evidence reqd? Produce No Assessment Report Receive confirmation of Notify Candidate assessment completion Send Testamur Request, Conduct QA/ Assessment Process Check Report to ACPM Enter details into TSDB Produce Testamur Receive Testamur and Statement of & send to Results Candidate Diploma ARB © ACPM Pty Ltd Page 3 Version 2009-01 A Division of Planpower Pty Ltd
  • 4. Diploma of Project Management Assessment Record Book (ARB) AQF LEVEL 5 ASSESSMENT PROCESS You should have received a briefing on the assessment process during your ACPM training program or shortly after applying for a Recognition of Current Competency assessment. The following should guide you through the steps involved and the things you are required to do. The Assessment Readiness Checklist (provided on p.41) should be completed successfully before arranging for an assessment. Pre Assessment Interview:  You need to have collected a range of evidence of how you have managed projects.  You need to have completed and signed your Assessment Record Book.  Contact your local ACPM Office and book in for an Assessment Interview. Assessment Interview:  The assessment will normally be conducted through an assessment interview, it will • go through any documentary evidence you have collected, and • allow you to explain more about your projects and how you manage them.  The assessment is competency based. This involves reviewing the things that you have done or can do to manage projects.  You will be advised of the outcome of the interview: • Assessment completed, or • Additional evidence required, • Discuss a plan for you to collect the evidence, and • Advised of any future meeting requirements Post Assessment Interview:  After the Assessment Interview, assuming you were not asked to provide additional evidence, your assessor will retain your Assessment Record Book and any notes that were made.  The assessor will then go through the Assessment Performance Criteria in detail, considering the evidence references and interview notes to determine competence for each of the Performance Criteria.  If the assessor identifies any gaps, he/ she will notify you promptly to discuss any additional requirements.  Once the assessor is satisfied that you have met all of the requirements, he/ she will produce an Assessment report and notify you of the result by email or telephone.  After the assessment report has been verified through ACPM quality processes, your Testamur will be posted to you along with a Statement of Results stating clearly the units of competency that you have been assessed as competent against.  If you are dissatisfied with any aspect of this assessment you should: • Discuss the nature of your complaint with the assigned assessor in the first instance, • Contact the National Delivery Manager of ACPM if the issues are unresolved. • Note that you may stop the process of this assessment at anytime. AIPM’s RegPM Certification Program:  If you are interested in ACPM conducting your RegPM assessment in conjunction with this assessment: • You must have applied to and paid for both membership of the AIPM and the RegPM program prior to the completion of this assessment. • You have the right to lodge an appeal against the assessment to the AIPM’s RegPM Verifier if you are dissatisfied with the RegPM assessment. •You will be asked to complete a separate assessment evaluation questionnaire administered by the AIPM.  Please contact ACPM if you have any questions regarding this process. Diploma ARB © ACPM Pty Ltd Page 4 Version 2009-01 A Division of Planpower Pty Ltd
  • 5. Diploma of Project Management Assessment Record Book (ARB) USING THE ASSESSMENT RECORD BOOK This book is designed to help you achieve your qualification through a systematic and simple process. It is strongly recommended that you take the time to read and understand the following introductory pages. If you have any queries or concerns about anything on the following pages you should contact the Australian College of Project Management as soon as possible so that your assessment can be completed in the most timely and effective way. Your Assessment The process you will be following is known as a competency-based assessment. The difference between this process and traditional forms of assessments is that evidence of your current skills and knowledge will be measured against national and international standards of best practice, not against the learning you have undertaken either recently or in the past. Furthermore, the assessment will be concerned with how you apply the skills and knowledge in your workplace, not in the training room, nor in a hypothetical case study. The standards used by the Australian College of Project Management are known as the National Competency Standards for Project Management and are endorsed by the industry groups and national bodies here and overseas. The Department of Education, Employment and Workplace Relations (DEEWR) endorse the National Competency Standards for Project Management (AQF Levels 4-6). They are incorporated in the Business Services Training Package BSB07. When your assessment is successful against these standards, your skills and knowledge will be deemed to be equal to national and international best practice, and the qualification you gain will reflect this. Using the Assessment Record Book (ARB) The Competency Standards are divided into Units of Competence. Each of these Units are divided into Elements which have a number of Performance Criteria. To be assessed against the Unit, you must provide evidence that meets the Performance Criteria. The Performance Criteria by which you will be assessed are listed in this ARB, and has been grouped into the three broad phases of project performance- Planning, Execution and Closure. There are only two recommendations that will be made as a result of your assessment - the evidence you have brought forward shows that you are: • competent against the national standards and need produce no more evidence, or • you are not yet competent, in that the evidence you have provided doesn’t yet show your skills and knowledge to be equivalent to the national standards - you will be asked to bring forward other evidence. Please Note: You may find that as a result of your assessment you are ‘competent’ in some areas but ‘not yet competent’ in others. This is okay. Where you have been assessed as ‘competent’, these areas need not require any further production of evidence leaving you free to concentrate on the others. Your assessor will explain this to you further at the time of your assessment. Diploma ARB © ACPM Pty Ltd Page 5 Version 2009-01 A Division of Planpower Pty Ltd
  • 6. Diploma of Project Management Assessment Record Book (ARB) Evidence Evidence of competency can be shown in any one, or a number, of ways: • Direct examination of evidence - written evidence that shows you have met the performance criteria, or by observation of you carrying out the task. • Oral or written questions - these help the assessor get a better understanding of why you do, or have done, certain things in the manner shown. • Supporting evidence - from workmates, current or former employers and supervisors, or others who have worked with you and know the quality and degree of skills and knowledge you possess. • Historical evidence - such things as qualifications, certificates reports etc. These will show that you were capable of demonstrating the required level of competence in the past. In some cases historical evidence might have to be supported by direct evidence that shows your skill and knowledge is still current. Any of these can be presented as written evidence, video-taped performance or audio tapes of such things as interviews, counselling sessions etc, or supporting evidence given verbally by workmates. What is important is that your evidence satisfies your assessor as to the level and degree of your skills and knowledge when measured against the competency standards. It is important to note that completed and well maintained Project Plans, Change Management Processes, Progress Reports and Completion Reports (covering all the functions of project management) will satisfy most of the evidence requirements. The Rules of Evidence When making a judgment about your evidence, the assessor will be looking for: • Validity - does your evidence relate to the standards you are seeking assessment against or are they more closely related to something else? • Authenticity - does your evidence reflect something you have actually done either in full or in part? • Currency - does your evidence show that you can perform this activity now or in the future, including your having up to date knowledge? • Reliability - will your evidence be capable of showing the same outcomes no matter how many times it is assessed or how many assessors carry out the assessment? • Sufficiency - is there sufficient evidence to show your competency or will there need to be more (or supporting) evidence brought forward? These are the questions the assessor will ask him or herself when assessing and judging your evidence. It will be very helpful to him or her if you ask yourself these questions before selecting and presenting the evidence - time, and a lot of frustration and heartache, may be saved if you do. Diploma ARB © ACPM Pty Ltd Page 6 Version 2009-01 A Division of Planpower Pty Ltd
  • 7. Diploma of Project Management Assessment Record Book (ARB) Notes on completing this book The smallest part of the standards for which you can gain a full qualification is the Unit. Each Unit has Elements against which Performance Criteria are listed. You will need to provide evidence against these Performance Criteria. The most likely evidence you will provide has been aligned to the Performance Criteria. If you provide evidence which is complete and detailed, it should meet the Performance Criteria. How was achievement of this element demonstrated? List the evidence in the List of Evidence Provided for Assessment and give it a Reference Number. Use this Reference Number to refer to that piece of evidence where-ever else it meets the Performance Criteria. You will find that the one piece of evidence (eg: a Project Plan) may meet several Performance Criteria in several Elements. What is the evidence and where can it be found? The ARB provides a record of what you have achieved. To maintain proof of this achievement it is important that you index your evidence accurately (in the column provided) against its location in your Portfolio of Evidence. Evidence may be provided by a whole variety of documents/reports etc, depending on your particular circumstances. Throughout your initial interview or training sessions you will have discussed what may or may not be useful or sufficient evidence of competency against the standards. You should refer to your notes for ideas on where to start collecting evidence or talk to your assessor. If you are still in doubt, talk to someone you know who understands competency-based assessment, and the standards against which you are being assessed - preferably someone who has experienced assessment either as a candidate or as an assessor. Evidence Retention by ACPM ACPM will not store your portfolio of evidence for longer than 12 months, you should request the evidence to be returned to you at the end of your assessment if you want to keep it for your records. It is recommended that you keep a spare copy of your evidence if you are sending your evidence to us by mail or courier. Diploma ARB © ACPM Pty Ltd Page 7 Version 2009-01 A Division of Planpower Pty Ltd
  • 8. Diploma of Project Management Assessment Record Book (ARB) Do you need to know more? For further information contact staff at the Australian College of Project Management on: Melbourne Sydney Tel: (03) 8622 8722 Tel: (02) 9263 8700 Fax: (03) 8622 8777 Fax: (02) 9263 8777 Email: acpm@planpower.com.au Email: acpm@planpower.com.au Canberra Brisbane Tel: 02 6248 8155 Tel: (07) 3831 8900 Fax: 02 6248 0048 Fax: (07) 3831 8922 Email: acpm@planpower.com.au Email: acpm@planpower.com.au Client Services Team: Tel: 1300 138 225 Fax: 1300 138 226 Diploma ARB © ACPM Pty Ltd Page 8 Version 2009-01 A Division of Planpower Pty Ltd
  • 9. Diploma of Project Management Assessment Record Book (ARB) COMMON RANGE OF VARIABLES The Common Range of Variables relates to the context and conditions under which or through which the Element and Performance Criteria are to be performed for the purposes of the assessment. There are a number of Ranges that are common to all Units. To reduce unnecessary duplication, these are listed below: Higher project authorities may be: • the client/customer • the project manager (in large projects where the individual is section head or sub-project leader) • other personnel within the project/organisation designated specific authority over certain aspects of the project • the program manager • higher management within the organisation Stakeholders: may be from within the project, other projects affected by this project, the client/customer, suppliers/contractors and/or the parent organisation. Client: the client is the authority, or authorities, for whom the project is being undertaken. The client may be internal or external to the organisation. The client may be the customer, the owner, the sponsoring authority in the case of projects where a contract does not exist, or it may be an authority specifically designated as the client. IMPORTANT NOTICE This Assessment Record Book is based on the National Competency Standards for Project Management endorsed by the Department of Education, Employment and Workplace Relations (DEEWR) and are part of the Business Services Training Package (BSB07). For more information on the Competency Standards for Project Management, please visit the National Training Information Service Website: http://www.ntis.gov.au (Search code is: BSBPMG) Diploma ARB © ACPM Pty Ltd Page 9 Version 2009-01 A Division of Planpower Pty Ltd
  • 10. Diploma of Project Management Assessment Record Book (ARB) LIST OF EVIDENCE PROVIDED FOR ASSESSMENT Ref Evidence Description Project Name Month & No Year 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 Diploma ARB © ACPM Pty Ltd Page 10 Version 2009-01 A Division of Planpower Pty Ltd
  • 11. Diploma of Project Management Assessment Record Book (ARB) Please provide an outline of the projects that you have used as evidence and describe your experience in contributing to the initiation, planning, execution and closure of projects. Diploma ARB © ACPM Pty Ltd Page 11 Version 2009-01 A Division of Planpower Pty Ltd
  • 12. Diploma of Project Management Assessment Record Book (ARB) BSBPMG501A: MANAGE APPLICATION OF PROJECT INTEGRATIVE PROCESSES Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to integrate and balance the overall project management functions of scope, time, cost, quality, human resources, communications, risk and procurement; and to align and track the project objectives to comply with organisational goals, strategies and objectives. Application of the Competency This unit applies to an individual who is clearly and solely responsible for the management and leadership of a complex project, either as an employee of an organisation or as an external consultant. In the context of this unit a complex project is defined as a project which involves: • the need for a comprehensive and multi faceted project plan • the need for a formal internal or external communications strategy • a dedicated and diverse project budget • multiple administrative components • multiple operational components • a wide range of stakeholders • a project operations team. The functions performed by a program manager to manage the integration of all functions of project management in a program or multiple project are addressed in BSBPMG601A Direct the integration of projects. Elements This Unit comprises three (3) Elements: 1 Manage integration of all functions of project management. 2 Co-ordinate internal and external environments. 3 Implement project activities throughout life cycle. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • literacy skills to write project plans, progress reports and project communications • teamwork and communication skills to lead the project team and deal with stakeholders • time management skills to ensure priorities are addressed • planning and organising skills to manage the integration of project activities Required knowledge • project life cycle • role and responsibilities of the project manager • project planning tools and techniques. Diploma ARB © ACPM Pty Ltd Page 12 Version 2009-01 A Division of Planpower Pty Ltd
  • 13. Diploma of Project Management Assessment Record Book (ARB) RANGE STATEMENT The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included. The nine project management functions are: • communications • cost • human resources • procurement and contracting • project integration • quality • risk • scope • time Project plan may include: • covering document which integrates the requirements of the nine functions of project management using appropriate formats and procedures • single document • multiple documents Internal working environment may include: • arrangement of project personnel and equipment • identity and differentiation of the project within the larger environment • personal working conditions • physical location of project • team dynamics Finalisation plans, procedures and activities may include: • final audit/reconciliation • finalisation of account codes and other financial documentation • forwarding finalisation report to senior personnel • project evaluation • settling of financial liabilities • transferring of assets to client or originating owner • transition of responsibility/ownership of project deliverables/products • warranty requirements Integration management issues and recommended improvements may include: • evaluation using established success and failure criteria • knowledge management • lessons learned • records • training programs Diploma ARB © ACPM Pty Ltd Page 13 Version 2009-01 A Division of Planpower Pty Ltd
  • 14. Diploma of Project Management Assessment Record Book (ARB) BSBPMG502A: MANAGE PROJECT SCOPE Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to determine and manage project outcomes. It covers project authorisation, developing a scope management plan, and managing the application of project scope controls Application of the Competency This unit applies to an individual who is clearly and solely responsible for the management and leadership of a complex project, either as an employee of an organisation or as an external consultant. In the context of this unit a complex project is defined as a project which involves: • the need for a comprehensive and multi faceted project plan • the need for a formal internal or external communications strategy • a dedicated and diverse project budget • multiple administrative components • multiple operational components • a wide range of stakeholders • a project operations team. The functions performed by a program manager to manage project scope within multiple projects are addressed in BSBPMG602A Direct the scope of a project program. Elements This Unit comprises three (3) Elements: 1 Conduct project authorisation activities. 2 Conduct project scope definition activities. 3 Manage application of scope controls. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • literacy skills sufficient to interpret and analyse complex project plans and documentation • planning and organising skills to monitor scope and to respond to potential and actual changes • problem-solving and analytical skills to address project scope management issues and challenges • negotiation skills to address changes to scope with a range of stakeholders. Required knowledge • role and responsibilities of the project manager in relation to project planning • project life cycle and the significance of scope management • problem areas likely to be encountered in scope management • project management tools used for managing scope. Diploma ARB © ACPM Pty Ltd Page 14 Version 2009-01 A Division of Planpower Pty Ltd
  • 15. Diploma of Project Management Assessment Record Book (ARB) RANGE STATEMENT The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included. Project authorisation may: • already have been decided before involvement of the project manager • be in the form of a scope statement which briefly explains why the project has been formed, what it hopes to achieve and how success will be measured • be required at a number of critical review points during the project Appropriate authority may include: • client owner, ,sponsor, senior executive or other individual or group vested with authority to make decisions regarding the project Project deliverables may include: • all products and services defined within the project scope Relevant stakeholders may include: • team members • clients • sponsors • internal and external parties • decision makers Scope management may include: • determining that a scope change has occurred or is about to occur • identifying and reporting scope creep, that is, incremental increases to scope that were not part of the original project requirements • identifying factors which influence changes to scope • implementing agreed scope changes • monitoring and reporting the effect of scope changes on other areas and on achievement of project objectives • refining scope progressively throughout the project life cycle • seeking authorisation for changes to project scope Change control procedures may include: • formal agreements, for example contracts, sub-contracts, memoranda of understanding • major elements of the project liable to change, for example design, engineering, finance • project documentation, including plans, schedules, statements, directives, guidelines and instructions Diploma ARB © ACPM Pty Ltd Page 15 Version 2009-01 A Division of Planpower Pty Ltd
  • 16. Diploma of Project Management Assessment Record Book (ARB) BSBPMG503A: MANAGE PROJECT TIME Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to manage time within projects. It covers determining and implementing the project schedule, and assessing time management outcomes. Application of the Competency This unit applies to an individual who is clearly and solely responsible for the management and leadership of a complex project, either as an employee of an organisation or as an external consultant. In the context of this unit a complex project is defined as a project which involves: • the need for a comprehensive and multi faceted project plan • the need for a formal internal or external communications strategy • a dedicated and diverse project budget • multiple administrative components • multiple operational components • a wide range of stakeholders • a project operations team. The functions performed by a program manager to manage time within multiple projects are addressed in BSBPMG603A Direct time management of a project program. Elements This Unit comprises three (3) Elements: 1 Determine project schedule. 2 Implement project schedule. 3 Assess time management outcomes. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • literacy skills to read, develop and interpret project schedules • self management skills to ensure vision and priorities are clear • organisational skills to sequence tasks and see that objectives are met • communication skills to convey expectations and to advise others of progress • technology skills to use appropriate software to develop project schedules • analytical skills to review and evaluate process. Required knowledge • techniques and tools for project schedules • project life cycle • time management methodologies, their capabilities, limitations, application and outcomes. Diploma ARB © ACPM Pty Ltd Page 16 Version 2009-01 A Division of Planpower Pty Ltd
  • 17. Diploma of Project Management Assessment Record Book (ARB) RANGE STATEMENT The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included. Methods, techniques and tools may include: • conducting or supervising qualitative and/or quantitative time analysis, such as schedule simulation, decision analysis, contingency planning and alternative strategy development • using personal experience and/or subject matter experts • using specialist time analysis tools to assist in the decision making process Time management plan/s may include: • lists of milestones • project schedule and sub-schedules • schedule management strategies and actions, standardised formal arrangements, responsibility assignment, contingency plans and assigned schedule management responsibilities Records may include: • diaries, incident logs, occurrence reports and other such records • gantt, PERT and other scheduling charts • lists of variances and forecasts of potential schedule events • project and/or organisation files and records • records of analysis, evaluation of options, recommended and approved courses of action Diploma ARB © ACPM Pty Ltd Page 17 Version 2009-01 A Division of Planpower Pty Ltd
  • 18. Diploma of Project Management Assessment Record Book (ARB) BSBPMG504A: MANAGE PROJECT COSTS Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to identify, analyse and refine project costs to produce a budget, and to use this budget as the principal mechanism to control project cost. Application of the Competency This unit applies to an individual who is clearly and solely responsible for the management and leadership of a complex project, either as an employee of an organisation or an external consultant. In the context of this unit a complex project is defined as a project which involves: • the need for a comprehensive and multi-faceted project plan • the need for a formal internal or external communications strategy • a dedicated and diverse project budget • multiple administrative components • multiple operational components • a wide range of stakeholders • a project operations team. The functions performed by a program manager to manage costs within multiple projects are addressed in BSBPMG604A Direct cost management of a project program. Elements This Unit comprises three (3) Elements: 1 Determine project costs. 2 Monitor and control project costs. 3 Conduct financial completion activities. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • numeracy and budgeting skills to monitor expenditure and manage costs • technology skills to use software for recording expenditure and reporting on finances • analytical skills to evaluate processes and recommend improvements. Required knowledge • budgeting processes, tools and techniques • methods and tools for costing and cost analysis. RANGE STATEMENT The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included. Diploma ARB © ACPM Pty Ltd Page 18 Version 2009-01 A Division of Planpower Pty Ltd
  • 19. Diploma of Project Management Assessment Record Book (ARB) Others may include: • relevant project authority • program manager • project specialists or other personnel • team members Project costs are estimated to a level of accuracy available considering: • availability of information at the time • contingencies to allow for identified risks and uncertainty • organisational requirements, for example overhead and profit margin • stage of the project life cycle Delegated authority means that activities will: • be conducted routinely or as changing circumstances dictate • be done independently within broad guidance or by taking the lead of a team • involve consultation with other project members, teams and internal stakeholders • involve the selection, use and supervision of appropriate time management methods, tools and techniques • take into account internal organisational change and external environmental change Financial management processes and procedures may include: • approval processes • communication and reporting processes • financial authorisations/delegations • invoice procedures Reviewing may include evaluations of: • agreed major milestones, for example phases and sub-contracts • change of key personnel • delivery of major deliverables • finalisation of project and other agreed milestones Records may include: • budgets, commitment and expenditure • cost management lessons learned • cost management plans • invoice and payment summaries • lists of potential costs • project and/or organisation files and records • recommended and approved courses of action • reports to relevant stakeholders Diploma ARB © ACPM Pty Ltd Page 19 Version 2009-01 A Division of Planpower Pty Ltd
  • 20. Diploma of Project Management Assessment Record Book (ARB) • BSBPMG505A: MANAGE PROJECT QUALITY Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to manage quality within projects. It covers determining quality requirements, implementing quality assurance processes, and using review and evaluation to make quality improvements in current and future projects Application of the Competency This unit applies to an individual who is clearly and solely responsible for the management and leadership of a complex project, either as an employee of an organisation or an external consultant. In the context of this unit a complex project is defined as a project which involves: • the need for a comprehensive and multi faceted project plan • the need for a formal internal or external communications strategy • a dedicated and diverse project budget • multiple administrative components • multiple operational components • a wide range of stakeholders • a project operations team. The functions performed by a program manager to manage quality within multiple projects are addressed in BSBPMG605A Direct quality management of a project program. Elements This Unit comprises three (3) Elements: 1 Determine quality requirements. 2 Implement quality assurance processes 3 Implement project quality improvements. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • literacy skills to develop quality objectives and criteria • communication and leadership skills to motivate staff, convey expectations and ensure outcomes are met • analytical skills to monitor achievement of project outcomes against quality criteria • coaching and mentoring skills to boost performance. Required knowledge • quality management theory, techniques, tools and methodologies • roles and responsibilities in project management • methods for managing and improving performance • relevant legislation codes and national standards: • award and enterprise agreements and industrial instruments • industry codes of practice • legislation from all levels of government that affects business operation, especially in regard to occupational health and safety and environmental issues, equal opportunity, industrial relations and anti-discrimination. Diploma ARB © ACPM Pty Ltd Page 20 Version 2009-01 A Division of Planpower Pty Ltd
  • 21. Diploma of Project Management Assessment Record Book (ARB) RANGE STATEMENT The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included. Quality objectives may include: • negotiated trade-offs between cost, schedule and performance • requirements from a higher project authority • requirements from the client and other stakeholders • those quality aspects which may impact on customer satisfaction Quality management plan may include: • authorisations and responsibilities for quality control • continuous improvement • established processes • quality assurance Quality management methods, techniques and tools may include: • benchmarking • brainstorming • charting processes • control charts • defining control • flowcharts • group work activities • histograms • pareto charts • processes that limit and/or indicate variation • ranking candidates • run charts • scattergrams • undertaking benefit/cost analysis Quality control may include: • monitoring conformance with specifications • monitoring of regular inspections by internal or external agents • recommending ways to eliminate causes of unsatisfactory performance of products or processes Improvements may include: • formal practices, such as total quality management or continuous improvement • improvement by less formal processes that enhance both the product quality and processes of the project, for example client surveys to determine client satisfaction with project team performance Diploma ARB © ACPM Pty Ltd Page 21 Version 2009-01 A Division of Planpower Pty Ltd
  • 22. Diploma of Project Management Assessment Record Book (ARB) BSBPMG506A: MANAGE PROJECT HUMAN RESOURCES Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to undertake human resource management (HRM) within projects. It involves planning for human resources, implementing staff training and development, and managing the project team and stakeholders. Application of the Competency This unit applies to an individual who is clearly and solely responsible for the management and leadership of a complex project, either as an employee of an organisation or an external consultant. In the context of this unit a complex project is defined as a project which involves: • the need for a comprehensive and multi faceted project plan • the need for a formal internal or external communications strategy • a dedicated and diverse project budget • multiple administrative components • multiple operational components • a wide range of stakeholders • a project operations team. The functions performed by a program manager to manage human resources within multiple projects are addressed in BSBPMG606A Direct human resources management of a project program. Elements This Unit comprises three (3) Elements: 1 Implement human resource and stakeholder planning activities. 2 Implement staff training and development. 3 Manage the project team and stakeholders. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • planning skills to identify skills required and to allocate project responsibilities to staff • communication and leadership skills to motivate staff, convey expectations and ensure • outcomes are met • interpersonal skills to resolve conflict • coaching and mentoring skills to boost performance • analytical skills to review project and to identify improvements. Required knowledge • roles and responsibilities in project management • methods for managing and improving performance • HRM legislation, methods, techniques and tools. Diploma ARB © ACPM Pty Ltd Page 22 Version 2009-01 A Division of Planpower Pty Ltd
  • 23. Diploma of Project Management Assessment Record Book (ARB) RANGE STATEMENT The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included. Project organisation and structure may be affected by established organisational responses to external influences such as: • accepted work practices • Relevant legislation, such as anti-discrimination, equal employment opportunity, affirmative action and occupational health and safety • workplace bargaining Staff may be: • external to the organisation, such as consultants, auditors and quality assurance specialists • from within the organisation, such as staff on loan from other projects HRM methods, techniques and tools may include established organisational responses to: • conflict resolution • HRM forecasts, staffing plans and job descriptions • individual and group competency identification and development • performance monitoring, assessment and reporting • staff recruitment and reallocation Diploma ARB © ACPM Pty Ltd Page 23 Version 2009-01 A Division of Planpower Pty Ltd
  • 24. Diploma of Project Management Assessment Record Book (ARB) BSBPMG507A: MANAGE PROJECT COMMUNICATIONS Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to link people, ideas and information at all stages in the project life cycle. Project communications management ensures the timely and appropriate generation, collection, dissemination, storage and disposal of project information through formal structures and processes. Application of the Competency This unit applies to an individual who is clearly and solely responsible for the management and leadership of a complex project, either as an employee of an organisation or an external consultant. In the context of this unit a complex project is defined as a project which involves: • the need for a comprehensive and multi faceted project plan • the need for a formal internal or external communications strategy • a dedicated and diverse project budget • multiple administrative components • multiple operational components • a wide range of stakeholders • a project operations team. The functions performed by a program manager to manage communications within multiple projects are addressed in BSBPMG607A Direct communications management of a project program. Elements This Unit comprises four (4) Elements: 1 Plan communications processes. 2 Manage project information. 3 Assess communications management outcomes. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • literacy skills to write reports and communicate key issues • technology skills to facilitate effective communication • organisational skills to manage information • analytical skills to review project outcomes. Required knowledge • project life cycle and the place of communications within it • project management information systems and their various applications Diploma ARB © ACPM Pty Ltd Page 24 Version 2009-01 A Division of Planpower Pty Ltd
  • 25. Diploma of Project Management Assessment Record Book (ARB) RANGE STATEMENT The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included. Delegated authority means that activities may: • be conducted routinely or as changing circumstances dictate • be done independently within broad guidance or by taking the lead of a team • involve consultation with other project members, teams and internal stakeholders • involve the selection, use and supervision of appropriate communications management methods and tools • take into account internal organisational change and external environmental change Project management information system is a means for communicating knowledge about the project and provides a systematic approach to the storing, searching and retrieval of information relevant to the project and may include: • complex computer-based systems • modified systems to cater for unique project requirements • simple manual systems Communication networks may include: • client organisation and end users • formal networks • informal networks • organisation's communication networks • specific networks Diploma ARB © ACPM Pty Ltd Page 25 Version 2009-01 A Division of Planpower Pty Ltd
  • 26. Diploma of Project Management Assessment Record Book (ARB) BSBPMG508A: MANAGE PROJECT RISK Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to manage risk within a project to avoid adverse effects on project outcomes. It covers determining, monitoring and controlling project risks, and assessing risk management outcomes. Application of the Competency This unit applies to an individual who is clearly and solely responsible for the management and leadership of a complex project, either as an employee of an organisation or an external consultant. In the context of this unit a complex project is defined as a project which involves: • the need for a comprehensive and multi faceted project plan • the need for a formal internal or external communications strategy • a dedicated and diverse project budget • multiple administrative components • multiple operational components • a wide range of stakeholders • a project operations team. The functions performed by a program manager to manage risk within multiple projects are addressed in BSBPMG608A Direct risk management of a project program.. Elements This Unit comprises three (3) Elements: 1 Determine project risks. 2 Monitor and control project risks. 3 Assess risk management outcomes. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • literacy skills to write risk management plans • problem-solving skills to control risks • lateral thinking skills to identify risks • planning and organisational skills to monitor project progress • analytical skills to review project outcomes in terms of risk management. Required knowledge • risk management framework • risk management techniques, tools and approaches. Diploma ARB © ACPM Pty Ltd Page 26 Version 2009-01 A Division of Planpower Pty Ltd
  • 27. Diploma of Project Management Assessment Record Book (ARB) RANGE STATEMENT The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included. Risks may be: • actual • likely/probable • perceived • potential Risk management techniques and tools may include: • calling upon personal experience and/or subject matter experts • conducting or supervising qualitative and/or quantitative risk analysis, such as schedule simulation, decision analysis, contingency planning and alternative strategy development • using specialist risk analysis tools to assist in the decision making process Delegated authority refers to planning and activities that may: • be conducted routinely or as changing circumstances dictate • be done independently within broad guidance or by taking the lead of a team • involve consultation with other project members, teams and internal stakeholders • involve the selection, use and supervision of appropriate risk management methods, tools and techniques Risk management processes and procedures may include: • communication with stakeholders, dispute resolution and modification procedures • implementation of risk control trigger mechanisms • measurement of actual progress against planned milestones • recording and reporting of major variance • setting key milestones at significant points during the project and at completion Recommended responses to variations may be made: • in consultation with project team members, section heads, project manager and stakeholders • independently or with higher project authority endorsement if necessary • regularly throughout the project life cycle • taking into account internal organisational change and external environmental change Diploma ARB © ACPM Pty Ltd Page 27 Version 2009-01 A Division of Planpower Pty Ltd
  • 28. Diploma of Project Management Assessment Record Book (ARB) BSBPMG509A: MANAGE PROJECT PROCUREMENT Unit Descriptor This unit describes the performance outcomes, skills and knowledgerequired to undertake procurement and contract management within projects. It covers determining procurement requirements, establishing agreed procurement processes, conducting contracting and procurement activities, and managing finalisation processes. Application of the Competency This unit applies to an individual who is clearly and solely responsible for the management and leadership of a complex project, either as an employee of an organisation or an external consultant. In the context of this unit a complex project is defined as a project which involves: • the need for a comprehensive and multi faceted project plan • the need for a formal internal or external communications strategy • a dedicated and diverse project budget • multiple administrative components • multiple operational components • a wide range of stakeholders • a project operations team. The functions performed by a program manager to manage procurement within multiple projects are addressed in BSBPMG609A Direct procurement and contracting for a project program. Elements This Unit comprises five (5) Elements: 1 Determine procurement requirements. 2 Establish agreed procurement processes. 3 Conduct contracting and procurement activities. 4 Implement the contract and/or procurement. 5 Manage contract and procurement finalisation procedures. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • problem-solving skills to resolve contractual and logistic issues • negotiation skills to obtain required agreement in procurement and contracting discussions • planning and organisational skills to identify procurement and contract requirements and to adjust and sequence these appropriately • literacy and numeracy skills to produce and work with a range of procurement and contract documentation • technology skills to use procurement and financial management software. Required knowledge • contracts and legal obligations as they relate to project management • procurement options, procedures and documentation • relevant legislation, codes and national standards relevant. Diploma ARB © ACPM Pty Ltd Page 28 Version 2009-01 A Division of Planpower Pty Ltd
  • 29. Diploma of Project Management Assessment Record Book (ARB) RANGE STATEMENT The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included. Delegated authority refers to planning and activities that may: • be conducted routinely or as changing circumstances dictate • be done independently within broad guidance or by taking the lead of a team • involve consultation with other project members, teams and internal stakeholders • involve the selection, use and supervision of appropriate procurement management methods, tools and techniques • take into account internal organisational change and external environmental change Procurement management plan identifies and outlines: • how procurement arrangements are communicated to stakeholders • processes to be used for procurement of resources • process for monitoring and evaluating procurement related to the project • procurement objectives, strategies and time lines • resources to be obtained against a time line and budget • responsibilities for staff/team members Modifications may be made: • in consultation with project team members, section heads, project manager and stakeholders • independently or with higher project authority endorsement if necessary • regularly throughout the project life cycle • taking into account internal organisational change and external environmental change Procurement records and information may include: • contract change proposals and approvals • contract discharge and asset disposal register • contract documentation • contract negotiation documentation • contractor selection criteria, processes and recommendations • procurement management plan • product specifications • test and acceptance procedures and documentation Diploma ARB © ACPM Pty Ltd Page 29 Version 2009-01 A Division of Planpower Pty Ltd
  • 30. Diploma of Project Management Assessment Record Book (ARB) PERFORMANCE CRITERIA LOG The Performance Criteria Log that follows is designed to assist you in compiling and tracking your evidence for assessment. The Performance Criteria is used to specify the level of performance required to demonstrate achievement of the Element. The Elements are outlined under each unit description (pages 12-28). The Performance Criteria have been grouped into three categories: Project Initiation and Planning, Project Execution and Project Closure. Therefore you need to provide evidence that you have compiled during these project phases. Products that can be used as evidence are outlined under each unit description (pages 13-29). If the evidence contains the necessary information as detailed, then it should meet the identified Performance Criteria. If you are unsure about whether or not your evidence will meet the performance criteria, contact your nearest ACPM office or Assessor to seek assistance. Diploma ARB © ACPM Pty Ltd Page 30 Version 2009-01 A Division of Planpower Pty Ltd
  • 31. Diploma of Project Management Assessment Record Book (ARB) PROJECT INITIATION AND PLANNING Your Assessor Performance Criteria Evidence Comments Ref No BSBPMG501A Integration 1.1 Identify project stakeholders and their interests, with guidance of higher project authority BSBPMG501A 1.2 Analyse all project management functions with higher project authority and relevant stakeholders to determine achievable project objectives BSBPMG501A 1.3 Develop a project plan to integrate all project management functions to achieve outcomes and requirements for time, cost, quality and risk BSBPMG501A 1.4 Obtain endorsement of project plan by higher project authority BSBPMG501A 1.5 Establish designated mechanisms to control planned activity Scope BSBPMG502A 1.1 Develop and confirm procedures for project authorisation with an appropriate authority as the basis for future project management activity and the commitment of resources and effort BSBPMG502A 1.2 Obtain authorisation to expend resources BSBPMG502A 2.1 Identify project objectives, deliverables, constraints, exclusions, assumptions and principal work activities BSBPMG502A 2.2 Establish measurable project benefits and outcomes to enable evaluation of project performance BSBPMG502A 2.3 Establish agreement to a shared understanding of desired project outcomes with relevant stakeholders BSBPMG502A 2.4 Develop and implement scope management plan Diploma ARB © ACPM Pty Ltd Page 31 Version 2009-01 A Division of Planpower Pty Ltd
  • 32. Diploma of Project Management Assessment Record Book (ARB) Your Assessor Performance Criteria Evidence Comments Ref No Time Time BSBPMG503A 1.1 Determine the duration, effort, sequence and dependencies of tasks from the scope definition as the basis for the project schedule BSBPMG503A 1.2 Obtain input and approval for the project schedule from stakeholders BSBPMG503A 1.3 Select and use methods, techniques and tools, within delegated authority, to determine preferred schedule, time management plan/s, resource allocation and financial requirements BSBPMG503A 1.4 Obtain agreement to the schedule from relevant project authority and communicate this agreement to stakeholders to provide the basis for measurement of progress Costs BSBPMG504A 1.1 Determine resource requirements for individual tasks, with input from stakeholders and guidance of others BSBPMG504A 1.2 Estimate project costs to enable budgets to be developed and implement agreed cost management processes BSBPMG504A 1.3 Develop and implement a cost management plan, within delegated authority, to ensure clarity of understanding and ongoing management of project finances Quality BSBPMG505A 1.1 Determine quality objectives, standards and levels, with input from stakeholders and guidance of a higher project authority, to establish the basis for quality outcomes and a quality management plan BSBPMG505A 1.2 Select and use established quality management methods, techniques and tools to determine preferred mix of quality, capability, cost and time BSBPMG505A 1.3 Identify quality criteria, obtain agreement from a higher project authority and communicate to stakeholders, to ensure clarity of understanding and achievement of quality and overall project objectives BSBPMG505A 1.4 Include agreed quality requirements in the project plan and implement as basis for performance measurement Diploma ARB © ACPM Pty Ltd Page 32 Version 2009-01 A Division of Planpower Pty Ltd
  • 33. Diploma of Project Management Assessment Record Book (ARB) Your Assessor Performance Criteria Evidence Comments Ref No HR Human Resources BSBPMG506A 1.1 Identify project stakeholders and verify their expectations in order to quantify project outcomes BSBPMG506A 1.2 Determine resource requirements for individual tasks, with input from stakeholders and guidance from a higher project authority, to determine project staffing levels and required competencies BSBPMG506A 1.3 Establish project organisation and structure to align individual and group competencies with project tasks BSBPMG506A 1.4 Allocate staff to the project with the approval of a higher project authority, to meet work requirements throughout the project life cycle BSBPMG506A 1.5 Develop and use HRM methods, techniques and tools to implement procedures and plans to ensure clarity of understanding and ongoing HRM Communications BSBPMG507A 1.1 Identify, document and analyse information requirements, with input from stakeholders and guidance from a higher project authority, as the basis for communications planning BSBPMG507A 1.2 Develop, within delegated authority , an agreed communications management plan to ensure clarity of understanding and achievement of project objectives throughout the project life cycle BSBPMG507A 1.3 Establish and maintain designated project management information system (PMIS) to ensure the quality, validity, timeliness and integrity of information and communication Risks BSBPMG508A 1.1 Identify, document and analyse risks, in consultation with stakeholders and higher project authority, as the basis for risk planning BSBPMG508A 1.2 Use established risk management techniques and tools, within delegated authority, to analyse risks, assess options and recommend preferred risk approaches BSBPMG508A 1.3 Develop risk management plans, secure agreement of stakeholders and communicate plans to ensure clarity of understanding and ongoing management of risk factors BSBPMG508A 1.4 Establish designated risk management processes and procedures to enable effective management and communication of risk events, responses and results Diploma ARB © ACPM Pty Ltd Page 33 Version 2009-01 A Division of Planpower Pty Ltd
  • 34. Diploma of Project Management Assessment Record Book (ARB) Your Assessor Performance Criteria Evidence Comments Ref No Procurement BSBPMG509A 1.1 Identify procurement requirements with input from stakeholders as the basis for procurement planning and contracts BSBPMG509A 1.2 Establish and maintain, within delegated authority, an agreed procurement management plan and strategies to ensure clarity of understanding between stakeholders and achievement of project objectives Procurement BSBPMG509A 2.1 Obtain information from established sources capable of fulfilling procurement requirements to determine how project objectives can be met BSBPMG509A 2.2 Adopt established selection processes and selection criteria, including occupational health and safety (OHS) requirements, and communicate to stakeholders and prospective contractors or suppliers to ensure fair competition BSBPMG509A 2.3 Obtain approvals for procurement processes to be used for the project from higher project authority to enable formal discussions to be conducted BSBPMG509A 3.1 Communicate agreed proposals and/or specifications to prospective contractors or suppliers to ensure clarity of understanding of project objectives BSBPMG509A 3.2 Evaluate responses and select preferred contractors or suppliers in accordance with current legal requirements and agreed selection processes BSBPMG509A 3.3 Conduct negotiations with preferred contractor or supplier, with guidance of higher project authority if necessary, to agree on contract terms and conditions, establish common goals and minimise uncertainty Diploma ARB © ACPM Pty Ltd Page 34 Version 2009-01 A Division of Planpower Pty Ltd
  • 35. Diploma of Project Management Assessment Record Book (ARB) PROJECT EXECUTION Your Assessor Performance Criteria Evidence Comments Ref No Integration BSBPMG501A 2.1 Manage the project within an established internal working environment to ensure work is conducted effectively throughout the project BSBPMG501A 2.2 Maintain established links to align project objectives with organisation objectives throughout the project life cycle BSBPMG501A 2.3 Seek assistance, where necessary, from higher project authority to resolve conflicts which may negatively affect project objectives BSBPMG501A 3.1 Ensure agreed project phases, approval points and review points occur BSBPMG501A 3.2 Report progress against established project baselines to measure performance throughout the project life cycle Scope BSBPMG502A 3.1 Implement agreed scope management procedures and processes BSBPMG502A 3.2 Manage the impact of scope changes within established time, cost and quality constraints according to change control procedures and to meet project objectives Time BSBPMG503A 2.1 Implement mechanisms to measure, record and report progress of activities in relation to the agreed schedule and plans BSBPMG503A 2.2 Conduct ongoing analysis of options to identify variances and to forecast the impact of changes to the schedule BSBPMG503A 2.3 Review progress throughout the project life cycle and implement agreed schedule changes to ensure consistency with changing scope, objectives and constraints related to time and resource availability BSBPMG503A 2.4 Develop responses to perceived, potential or actual schedule changes, ensure agreement by a higher project authority, and implement to maintain project objectives Diploma ARB © ACPM Pty Ltd Page 35 Version 2009-01 A Division of Planpower Pty Ltd
  • 36. Diploma of Project Management Assessment Record Book (ARB) Your Assessor Performance Criteria Evidence Comments Ref No Costs Costs BSBPMG504A 2.1 Implement agreed financial management processes and procedures to monitor actual expenditure and to control costs BSBPMG504A 2.2 Select and use cost analysis methods and tools to identify cost variations, evaluate options and recommend actions to a higher project authority BSBPMG504A 2.3 Implement, monitor and modify agreed actions to maintain financial and overall project objectives throughout the project lifecycle Quality BSBPMG505A 2.1 Measure and document results of project activities and product performance throughout the project life cycle to determine compliance with agreed quality standards BSBPMG505A 2.2 Identify causes of unsatisfactory results, in consultation with client, and recommend appropriate actions to a higher project authority to enable continuous improvement in quality outcomes BSBPMG505A 2.3 Conduct inspections of quality processes and quality control results to determine compliance of quality standards to overall quality objectives BSBPMG505A 2.4 Maintain a quality management system to enable effective recording and communication of quality issues and outcomes to a higher project authority and stakeholders BSBPMG505A 3.1 Review processes and implement agreed changes continually throughout the project life cycle to ensure continuous quality improvement Diploma ARB © ACPM Pty Ltd Page 36 Version 2009-01 A Division of Planpower Pty Ltd
  • 37. Diploma of Project Management Assessment Record Book (ARB) Your Assessor Performance Criteria Evidence Comments Ref No Human Resources BSBPMG506A 2.1 Communicate designated staff responsibilities, authority and individual performance measurement criteria to the project team and other relevant stakeholders, to ensure clarity of understanding of the work and to provide a basis for ongoing assessment BSBPMG506A 2.2 Identify, plan and implement ongoing development and training of project team members to achieve HRM and overall project objectives, with agreement of a higher project authority BSBPMG506A 2.3 Measure individuals' performance against agreed criteria and initiate actions to overcome shortfalls in performance and to encourage career progression BSBPMG506A 3.1 Implement processes to promote continuous improvement of staff, and take actions to improve staff and overall project effectiveness BSBPMG506A 3.2 Monitor and report internal and external influences on individual and project team member performance and morale to a higher project authority, if necessary, for remedial action BSBPMG506A 3.3 Implement established procedures for interpersonal communication, counselling and conflict resolution to maintain a positive working environment BSBPMG506A 3.4 Continually review stakeholder expectations to resolve expectation variance and to ensure project is on track to deliver expected outcomes BSBPMG506A 3.5 Identify and manage inter-project and intra-project conflict to minimise impact on achievement of project objectives Diploma ARB © ACPM Pty Ltd Page 37 Version 2009-01 A Division of Planpower Pty Ltd
  • 38. Diploma of Project Management Assessment Record Book (ARB) Your Assessor Performance Criteria Evidence Comments Ref No Communications BSBPMG507A 2.1 Manage the generation, gathering, storage, retrieval, analysis and dissemination of information by project staff and stakeholders within established systems and procedures to aid decision making processes throughout the project life cycle BSBPMG507A 2.2 Implement, modify, monitor and control designated information validation processes to optimise quality and accuracy of data BSBPMG507A 2.3 Implement and maintain agreed communication networks between project staff, client and other stakeholders to ensure effective communications at appropriate levels throughout the project life cycle BSBPMG507A 2.4 Identify communication and information management system problems and report them to a higher project authority Risk BSBPMG508A 2.1 Manage project in accordance with established project and risk management plans to ensure a common approach to the achievement of objectives BSBPMG508A 2.2 Monitor progress against project plans to identify variances and recommend responses to a higher project authority for remedial action BSBPMG508A 2.3 Implement agreed risk responses and modify plans to reflect changing project objectives in an environment of uncertainty BSBPMG509A Procurement 4.1 Implement established procurement management plan and make modifications with higher project authority approval, to ensure a common approach to achievement of objectives BSBPMG509A 4.2 Review progress and manage agreed changes to ensure timely completion of tasks, resolution of conflicts and achievement of project objectives within the legal framework of the contract BSBPMG509A 4.3 Identify and report procurement management problems to higher project authority and implement agreed remedial actions to ensure project objectives are met Diploma ARB © ACPM Pty Ltd Page 38 Version 2009-01 A Division of Planpower Pty Ltd
  • 39. Diploma of Project Management Assessment Record Book (ARB) Diploma ARB © ACPM Pty Ltd Page 39 Version 2009-01 A Division of Planpower Pty Ltd
  • 40. Diploma of Project Management Assessment Record Book (ARB) PROJECT CLOSURE Your Assessor Performance Criteria Evidence Comments Ref No Integration BSBPMG501A 3.3 Implement established finalisation plans, procedures and activities BSBPMG501A 3.4 Identify and document integration management issues and recommended improvements, and pass on to higher project authority for application to future projects Scope BSBPMG502A 3.3 Review progress and record results to assess the effectiveness of scope management procedures BSBPMG502A 3.4 Identify and document scope management issues and recommended improvements, and pass on to higher authority for application to future projects Time BSBPMG503A 3.1 Review project outcomes from available records and information to determine the effectiveness of time management activities BSBPMG503A 3.2 Identify and document time management issues and recommended improvements, and pass on to relevant project authority for application in future projects Costs BSBPMG504A 3.1 Conduct appropriate activities to signify financial completion BSBPMG504A 3.2 Review project outcomes using available records and information to determine the effectiveness of cost management processes and procedures BSBPMG504A 3.3 Review cost management issues and identify improvements Quality BSBPMG505A 3.2 Review project outcomes against performance criteria to determine the effectiveness of quality management processes and procedures BSBPMG505A 3.3 Identify and document lessons learned and recommended improvements , and pass on to higher project authority for application in future projects Diploma ARB © ACPM Pty Ltd Page 40 Version 2009-01 A Division of Planpower Pty Ltd
  • 41. Diploma of Project Management Assessment Record Book (ARB) Your Assessor Performance Criteria Evidence Comments Ref No HR BSBPMG506A 3.6 Identify and document human resource and stakeholder management issues, and recommended improvements, and pass on to higher project authority for application in future projects Communications BSBPMG507A 3.1 Conduct finalisation activities to ensure agreed ownership of, and responsibility for, information collected BSBPMG507A 3.2 Review project outcomes to determine the effectiveness of management information and communications processes and procedures BSBPMG507A 3.3 Identify and document lessons learned and recommended improvements, and pass on to higher project authority for application in future projects Risks BSBPMG508A 3.1 Review project outcomes to determine effectiveness of risk management processes and procedures BSBPMG508A 3.2 Identify and document risk issues and recommended improvements, and pass on to higher project authority for application in future projects Procurement BSBPMG509A 5.1 Conduct finalisation activities to ensure contract deliverables meet contractual requirements BSBPMG509A 5.2 Review project outcomes using available procurement records and information to determine effectiveness of contracting and procurement processes and procedures BSBPMG509A 5.3 Document lessons learned and recommended improvements, and pass on to higher project authority for application in future projects The evidence listed above has been submitted by me as evidence for my assessment Signature of Candidate: Date: Signature of Assessor: Date: Diploma ARB © ACPM Pty Ltd Page 41 Version 2009-01 A Division of Planpower Pty Ltd
  • 42. Diploma of Project Management Assessment Record Book (ARB) Assessment Readiness Checklist General  Either I have written the Assessment Record Book contents in black or blue pen, not pencil; or I have produced a typed soft-copy of the Assessment Record Book, then printed and bound it.  I have written my name on the front page of the ARB.  I have entered my name (as I would like it printed on my certificate) and current contact details legibly into page 42. Evidence list (P.10)  I clearly listed all of the evidence I want considered for this assessment.  I have clearly identified what project each piece of evidence has come from.  I have clearly identified what timeframe each piece of evidence was developed. Project Management Biography (P.11)  I have provided an overview of each project I have used in evidence and a short history of how I have managed projects throughout my career. Competency Criteria (p.30 – p.40)  I have written the evidence reference numbers from the evidence list (p.10), against the performance criteria that they specifically relate to (at least 90% of Performance Criteria must have been referenced).  I have considered how each piece of evidence demonstrates my competency against the criteria it is listed against.  I have signed the last page of the Performance Criteria Log (p.40) to indicate that this is the evidence I have submitted for assessment.  Either I have produced a full portfolio of the evidence I wish to submit, or I have all of the required evidence available for the Assessment Interview (either electronic or hardcopy). Note: All preceding check boxes must have been ticked before proceeding to the next step!  Either I have contacted my ACPM regional office and arranged for an Assessment Interview, or I have sent my completed ARB and portfolio of evidence directly to the ACPM regional office. Diploma ARB © ACPM Pty Ltd Page 42 Version 2009-01 A Division of Planpower Pty Ltd
  • 43. Diploma of Project Management Assessment Record Book (ARB) DIPLOMA OF PROJECT MANAGEMENT Assessment Summary Candidate’s Name: Candidate’s Job Title: Candidate’s Organisation: Business Address: Contact number: Email: Mailing address for certificate (if different to business address) Evidence summary (to be completed by Assessor) Training Attended: Project Experience in years: Projects examined: Dates: Proportion of evidence addressed to/signed by candidate: Additional evidence requirements: Necessary assumptions: Diploma ARB © ACPM Pty Ltd Page 43 Version 2009-01 A Division of Planpower Pty Ltd
  • 44. Diploma of Project Management Assessment Record Book (ARB) AIPM Certification requested? Yes AIPM Membership No: Competency established? Yes No (If candidate’s competency has not been established, outline further action to be undertaken: Unit Code Unit Name C/NYC BSBPMG501A Manage application of project integrative processes BSBPMG502A Manage project scope BSBPMG503A Manage project time BSBPMG504A Manage project costs BSBPMG505A Manage project quality BSBPMG506A Manage project human resources BSBPMG507A Manage project communications BSBPMG508A Manage project risk BSBPMG509A Manage project procurement Assessor name Assessment Date Quality assurance/ verifier name QA Date Date to be printed on award Comments Assessor’s Signature: Diploma ARB © ACPM Pty Ltd Page 44 Version 2009-01 A Division of Planpower Pty Ltd
  • 45. Diploma of Project Management Assessment Record Book (ARB) Diploma ARB © ACPM Pty Ltd Page 45 Version 2009-01 A Division of Planpower Pty Ltd